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There are numerous reasons why some groups calling themselves a team aren’t really a team. This may not be a problem, but sometimes it is. Teambuilding with a group can be counter-productive, detracting from individual performance without any compensatory collective benefit.

A sales ‘team’ where the individuals work in competition with each other is not a real team. In this environment, the nature of competition and performance-related reward actively discourage team working in favour of an individual meritocracy. In a different example, an accounts office might contain a bought ledger ‘team’ of clerks. However, they all have the same role and so are not complementing each other’s

case study In the early 20th century, when the explorer Ernest Shackleton was selecting his team for the Endeavour Expedition, he expressly selected beyond technical competence in the specific functions, actively seeking people who showed personality traits that he felt would complement each other in the challenging environment that he knew was coming. Nowadays, a team manager has more objective tools at his or her disposal to help with this, such as psychometric assessments and ‘team roles’ questionnaires.

skills within the ‘team’. To recruit for either of the above examples is relatively straightforward: find people with exactly the same knowledge and skill and the job is virtually done!

A team, on the other hand, can be much more difficult to form:

• Members of a team are selected for their complementary skills, not a single commonality. A business team may consist of an accountant, three sales people, a warehouseman, a delivery driver and a secretary, for example.

• Each member of the team has an individual purpose and function relevant to the team’s overall objective. This means that there will be interdependencies between team members.

• The success of these interdependencies relies to a greater or lesser extent upon the relationships and interactions between the team members. There is usually not as much room for conflict when working as a team, or for independence. This creates challenges in selecting team members; do you select complementary personalities or people who have a lot in common?

Complementary skills and interdependencies make a real team; otherwise, ‘team’ is just a label.